Being an intrapreneur and creating a successful information service within your organization

Abstract

Suggests various ways in which library and information professionals can and should demonstrate to their organizations and to the public that their function is not merely useful but provides an essential service. These are likely to include a combination of marketing, corporate intelligence, management skills and innovative thought and to be based on the belief that library and information professionals are best equipped to make sense of the new areas of information and knowledge management that are currently proliferating. Argues that the key to success lies in a new style of management, defined as ‘intrapreneurial’ as applied to library and information service management. The fundamental nature and characteristics of intrapreneurs are discussed. These qualities include the ability to: allocate resources for service quality; delegate and organize; reduce individual and team stress; accept responsibility of leadership; motivate at all levels; select a good team; and develop a good team. The five requirements identified as being essential to allow the growth of intrapreneurship comprise: encouragement of risk-taking; financing, rewarding and recognizing innovation; improved means for dissemination of innovation in the public sector; provision of political leadership; and development of a new breed of public sector managers who are trained and motivated as intrapreneurs.